The KiS Report: Introduction and Summary

Government for the Silent Majority

The KiS report – Keep it Simple – presents an entirely different approach to government in Australia. The report discusses the numerous problems and failures of the government, then proposes a structure for the Australian government based of best-practise management and principles for large organisations if there was the option of starting from scratch.  Although based on the needs of Australia and Australians, the proposed structure could be applied to most democracies.  The report can be downloaded – KiS full report 160115

Readers are invited to consider the nineteen issues discussed, then assess the solutions presented.  Readers are asked:  if you do not prefer the proposed solution, what would be better?  Comments are welcomed.

Please note, the report will be updated shortly.  Written mostly in February and March 2011, some aspects of the report are a tad out of date.  Some of the issues will be updated, as will some of the proposal details.  But the thrust and main points will remain.  Watch this space!

Check ww.better-management.org

The KiS report is also available on: www.better-management.org.  This website presents a range of views on critical areas of management as well as several humorous management-oriented skits.  In particular, the website publishes John’s Newsletter, a must-read compelling publication that describes and comments on key world affairs including finance, economics, politics and energy.

KiS – Government for the Silent Majority, can be downloaded: KiS full report 160115

The KiS Report – Summary

Surveys, ‘pub-talk’ and media comment indicate that most Australians are very dissatisfied with their Government.  Few voters believe that current political parties can fix the plethora of problems which arise from the government itself – and politicians tend to exacerbate problems rather than fixing them.

Voter frustrations include: excessive governmental intrusion and bureaucracy; financial regulator failures; abysmal government management of risk, building, health, water, energy and immigration; ineffective criminal justice; ‘carbon pollution’ taxes and waste; the ‘green mafia’; variability of freedom of speech; covert influence from some NGOs; inadequate employment laws; and the regularity of politicians’ breaking of promises.

No democratic government in the world is widely viewed as very successful, so there is no ideal model to copy.  The complexity of government and the depth of related problems are too entrenched for incremental improvements to be effective.  A keep-it-simple policy could provide the best solution.  KiS is a completely different way of democratic government, starting with a ‘clean slate’ and applying the best management practices.

Key components of a ‘KiS’ government

  • Recognition that competent and diligent governmental staff are often thwarted by excessive complexity and by covert agendas of power brokers and ideologues.
  • Government structure comprises two levels: national and local.  States have figurehead roles only.  Local governments have wider roles including health and education boards.
  • House of Representatives and Senate member numbers are reduced to a total of 100.  Members demonstrate excellent competencies and comply with fiduciary duties of care.
  • All taxes are replaced by ‘flat rate service fees’ introduced over 3 years: 20% on individual incomes and 10% on business expenditure.  Compliance is simple.
  • Businesses such as mining companies using natural resources pay economic rents which enable fair profits and encourage investment and growth, including overseas investment.
  • Recreational drugs are not illegal.  Excise duties are charged on alcohol, tobacco and recreational drugs at rates that cover all related costs with rigorous auditing and penalties.
  • Government processes, systems and regulations are reviewed using ‘clean slate’ methods that optimise efficiency and effectiveness, and, if necessary, are modified or replaced.
  • All government departments have audited plans that conform to guidelines reflecting best practices, and which include preparation for such contingencies as catastrophic weather.
  • The criminal justice system focuses first on full compensation of all victims’ losses and all related judicial costs, then on the rehabilitation of criminals.  When appropriate and possible, custodial sentences consist of home detention – prison is a last resort.
  • Government asset ownership is retained only if no better alternative be available.
  • Commercial and financial oversight is strengthened to ensure that GFC-type greed and excesses are not repeated.  Net government debt is eliminated as soon as practical.
  • All government funding relating to ‘carbon pollution’ ceases.  Related actions are reviewed after rigorous assessments and recommendations from a Royal Commission.
  • Immigrant assessments are completed and decisions made within three months.  Immigrants sign contracts agreeing to abide by Australian law and to support Australian culture and values.  Major transgressors are evicted from Australia.
  • A Guardian group investigates concerns about covert influence and behaviour.
  • Implementation is gradual over several years; each step builds on the last success.

The ‘silent majority’

KiS solutions focus on the concerns and wishes of the ‘silent majority’ of voters — the antithesis of political power-brokers, ideologues and rent-seekers.  KiS proposals are not intended to be definitive; rather they provide a basis for improvements and further reforms.

Are the ‘silent majority’ of voters so fed up with existing governments that they would vote for radical change such as KiS?  Would sufficient candidates with the requisite competence and credibility stand for KiS and promote it, or would an existing political party adopt KiS policies if it became clear a growing movement of voters demand change?  Failure to implement radical change soon will result in Australian politics and government descending even further into complexity, intrusion and waste with little hope of real reform.

About Peter Senior

I am a very experienced management consultant. My speciality for many years has been reviewing organisations' performance. This has often resulted in major changes in these organisations' strategies and structures. My clients have included major corporations and government departments, mostly in New Zealand. Previously I was General Manager of a major newspaper in New Zealand. My other previous experience includes President of the NZ Institute of Management Consultants, an honours degree in engineering at London University, Advanced Management at Cambridge University and working for IBM UK as a systems analyst. I have another website at www.better-management.org
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